Innovation and business development needs to rely on more than instinct, even among the smartest, savviest, and most creative minds. In the health care sphere, specifically, data-driven decision making is the GPS that guides health system leaders to successful operations.
Linda Carifi, MHA, and Naomi Savitz, MPH, both from Atlantic Health System, share their company’s approach to staying competitive in the health care landscape.
“It’s all about diving deep into the facts. We review models and project the aging population, in order to plan to meet their needs and to place adequate primary care and specialist assets for this growing cohort. We also review population density. We ensure that if the local physician market is aging out, we want to anticipate this and have adequate new providers to fill those gaps. On an ongoing basis, we monitor and map and take all of these things into account,” states Savitz.
However, none of that occurs in a strategic “bubble.” At Atlantic Health, data-driven decision-making is done in conjunction with a thorough market knowledge, including local physicians and team members who are out in the field.
Strategic Tactics and Tools
One strategic tactic Atlantic Health System has implemented to improve efficiency and communication among providers is the electronic contact card—a mechanism that prepopulates contact information into one’s smartphone.
“Physicians don't have the time to take someone's business card and put that information into their cell phone. So, we say, ‘Done. It’s already there. You have his, you have hers. You’re good to go, ready to share patients.’ That's one thing we’re able to do in real time,” notes Carifi.
Another tool is something called the “custom medical neighborhood.” Based on geography and a practice's needs, Atlantic can create a tailored list of providers to meet those needs.
“For example, if a practice is closer to one of our hospitals, let's just use Morristown Medical Center as an example, then in that custom medical neighborhood we'll have services that are weighted more towards that geography,” explains Carifi. “Because we know how important drive time is; how care is local and people don't want to go that far for care. We customize these for each practice to make it easy when they need to make recommendations and referrals to other providers.”
A Focus on Community-Building
While efficiency is a primary objective, so is community-building. Savitz, Carifi, and their teams have worked diligently towards creating innovative networking events that make Atlantic’s physicians feel tied to one another. For example, they recently hosted an event with food trucks—completely COVID-friendly and a great opportunity for physicians to connect and get to know one another.
“We really believe, fundamentally, that when a patient is in front of a physician and asks, ‘Should I go to this doctor? Do you know them? Would you send your mother to them?’… we want our doctors to be comfortable and to be able to answer honestly. And, we believe it's our responsibility to create the opportunity for our network to get to know one another and to build trust with one another so they can build that confidence out to the patients when making a referral,” says Savitz.
Success, Despite Certain Challenges
Atlantic Health’s multi-pronged strategic approach has resulted in a physician network that is over 200 strong, with a formidable primary care base of 10 employed practices and a multi-specialty building that is home to more than 20 specialties. The company’s Accountable Care Organization (ACO) served as the foundation to this network.
“We’re very fortunate years ago to have a group of visionary physicians who understood that they needed to partner with an exemplary health care system that focused on patient-centered care and cost effectiveness. And that was us. This was fundamental to acquiring market share in this ambulatory market,” shares Carifi. “We wouldn't have been able to do this without our leaders. They're forward thinkers, and they were very supportive of this.”
“We have cutting edge medical facilities. We have phenomenal physicians. We’re leading by example, and we are really proud of what we've accomplished by creating a new market in a competitive space. There were challenges, yes, but there were also tremendous successes,” adds Savitz.
Learning More
- To hear more about this approach from Naomi and Linda, click here to listen to this SHSMD recent in-depth podcast episode.
- To view the full recording from Naomi and Linda’s in person presentation at the SHSMD annual conference in San Antonio, September 20, plan to log in to the SHSMD Virtual Conference, where you will find recordings from all in person + a new lineup of sessions, October 19-21.
- If you did not already attend the in person conference which gives you FREE access to the Virtual Conference, register today.